Competency-Building Through Organizational Recognition or Frequency of Use : Case Study of the Lafarge Group's Development of Competency in Managing Post-Merger Cultural Integration

This paper presents a study of competency-building according to two aspects: level of recognition by the organization and level of use. The study model defines four forms that competency may take: ad hoc responses, capitalization, institutionalisation, dynamic competency. This model is used for the study of the development by the Lafarge Group of a competency in managing cultural integration after international mergers and acquisitions

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Year of publication:	2008
Authors:	Prevot, Frédéric ; Guallino, Gabriel
Publisher:	[S.l.] : SSRN
Subject:	Post-Merger-Integration \| Post-merger integration \| Lernende Organisation \| Learning organization \| Übernahme \| Takeover \| Ressourcenorientierter Ansatz \| Resource-based view \| Frankreich \| France \| Zementindustrie \| Cement industry \| Kernkompetenz \| Core competency \| Marktführer \| Market leader \| Fusion \| Merger

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Extent:	1 Online-Ressource (33 p)
Type of publication:	Book / Working Paper
Language:	English
Notes:	Nach Informationen von SSRN wurde die ursprüngliche Fassung des Dokuments 2003 erstellt
Other identifiers:	10.2139/ssrn.1092253 [DOI]
Classification:	L61 - Metals and Metal Products; Cement; Glass; Ceramics ; L10 - Market Structure, Firm Strategy, and Market Performance. General ; L20 - Firm Objectives, Organization, and Behavior. General ; G34 - Mergers; Acquisitions; Restructuring; Corporate Governance
Source:	ECONIS - Online Catalogue of the ZBW

Persistent link: https://www.econbiz.de/10014220368